David Sarpong is Reader in Strategic Management at Brunel University, London, UK, and Associate Editor for the Journal of Strategy and Management. Both his teaching and his research focus on strategy-as-practice, technology and innovation management, and strategic foresight in high velocity environments.Dirk Meissner is Professor at the Research Laboratory for Science and Technology Studies at the Institute for Statistical Studies and Economics of Knowledge, Moscow, Russia. Both his teaching and his research focus on technology and innovation management and policy, with a special focus on foresight and road mapping; science, technology and innovation policies; funding of research; and priority setting.

• Introduction: Corporate foresight and innovation management 1. Corporate foresight and innovation: the effects of integrative capabilities and organisational learning 2. Corporate foresight in open laboratories – a translational approach 3. Competitive intelligence practices of European firms 4. Fading memories of the future: the dissipation of strategic foresight among middle managers 5. Participation in inter-organisational collaborative open foresight A matter of culture 6. Potentials of collaborative foresight for SMEs 7. Overcoming open innovation challenges: a contribution from foresight and foresight networks 8. The role of corporate foresight in exploring new markets – evidence from 3 case studies in the BOP markets 9. Back to the future of women in technology: insights from understanding the shortage of women in innovation sectors for managing corporate foresight

David Sarpong is Reader in Strategic Management at Brunel University, London, UK, and Associate Editor for the Journal of Strategy and Management. Both his teaching and his research focus on strategy-as-practice, technology and innovation management, and strategic foresight in high velocity environments.Dirk Meissner is Professor at the Research Laboratory for Science and Technology Studies at the Institute for Statistical Studies and Economics of Knowledge, Moscow, Russia. Both his teaching and his research focus on technology and innovation management and policy, with a special focus on foresight and road mapping; science, technology and innovation policies; funding of research; and priority setting.

• Introduction: Corporate foresight and innovation management 1. Corporate foresight and innovation: the effects of integrative capabilities and organisational learning 2. Corporate foresight in open laboratories – a translational approach 3. Competitive intelligence practices of European firms 4. Fading memories of the future: the dissipation of strategic foresight among middle managers 5. Participation in inter-organisational collaborative open foresight A matter of culture 6. Potentials of collaborative foresight for SMEs 7. Overcoming open innovation challenges: a contribution from foresight and foresight networks 8. The role of corporate foresight in exploring new markets – evidence from 3 case studies in the BOP markets 9. Back to the future of women in technology: insights from understanding the shortage of women in innovation sectors for managing corporate foresight

David Sarpong is Reader in Strategic Management at Brunel University, London, UK, and Associate Editor for the Journal of Strategy and Management. Both his teaching and his research focus on strategy-as-practice, technology and innovation management, and strategic foresight in high velocity environments.Dirk Meissner is Professor at the Research Laboratory for Science and Technology Studies at the Institute for Statistical Studies and Economics of Knowledge, Moscow, Russia. Both his teaching and his research focus on technology and innovation management and policy, with a special focus on foresight and road mapping; science, technology and innovation policies; funding of research; and priority setting.

• Introduction: Corporate foresight and innovation management 1. Corporate foresight and innovation: the effects of integrative capabilities and organisational learning 2. Corporate foresight in open laboratories – a translational approach 3. Competitive intelligence practices of European firms 4. Fading memories of the future: the dissipation of strategic foresight among middle managers 5. Participation in inter-organisational collaborative open foresight A matter of culture 6. Potentials of collaborative foresight for SMEs 7. Overcoming open innovation challenges: a contribution from foresight and foresight networks 8. The role of corporate foresight in exploring new markets – evidence from 3 case studies in the BOP markets 9. Back to the future of women in technology: insights from understanding the shortage of women in innovation sectors for managing corporate foresight